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table of contents

Introduction

Defining “Culture of Philanthropy” in an Academic Setting

Five Essential Elements of a Culture of Philanthropy

● Organizational Culture

● Leadership & Followership

● Storytelling

● Systems, Processes, Staffing, AND Structure

● Shared Values

How to Create a Culture of Philanthropy Across Your Campus

● Key Questions for Leaders / Development Director

● Practical Ideas for Engaging Prospective Students, Undergraduates, and Alumni

Conclusion

Next Steps

About the Author

Additional Resources

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introduction

Creating a culture of philanthropy within an organization or institution has become increasingly

important topic over the past several years. The landscape of fundraising is changing. Nonprofit

leaders realize that mere transactions are not enough to overcome the increasing financial burdens,

much less enable them to achieve their vision for what their organization could be.

The idea of creating a culture of philanthropy that threads throughout your college or university

is critical to the financial future of institutions that are looking for ways to increase revenue without

raising tuition. If that is going to happen, leaders must be more intentional about tapping into the

philanthropic interests of their faculty, staff, undergraduate students, alumni, and community

supporters.

OVERCOME THE CHALLENGES OF UNIVERSITY ADVANCEMENT BY CREATING A CULTURE OF PHILANTHROPY

Academic environments bear some similarities to many other nonprofit settings. Every nonprofit

needs a strong case for support, and higher education institutions are no exception. However, there

are some striking distinctions that make the academic culture unique.

Frequent turnover of students, faculty, staff, and senior leadership is a lot more common in an

academic setting than most other nonprofit organizations. The need for major donor contributions

can make it difficult for a development department to devote the time, energy, and attention needed

to build a healthy and sustainable funding model. While these unique challenges can make it difficult

to create a campus-wide culture of philanthropy, many of the same principles can still be applied.

The key to creating a culture of philanthropy in an academic setting is to understand all of the

elements that create such a culture and learn how to apply them within the context of your specific

college or university. Building a culture of philanthropy begins with everyone understanding it’s their

responsibility to build financial capacity, not just the development office.

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That is the purpose of this resource. In the next few pages, we’ll define what a culture of philanthropy

looks like within an academic setting, identify the core elements needed to create that culture, and

provide you with some practical ideas you can implement to engage future, current, and past students

to help fund your mission for changing lives through the education and experience you provide

students on your campus.

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defining “culture of philanthropy”in an academic setting

A culture of philanthropy refers to an institution’s attitude toward philanthropy and the development

process. Philanthropy, however, refers to more than fundraising goals. Creating a “culture of

philanthropy’ across your campus requires much more than a talented development team―it

requires interaction and involvement across your campus.

There are four key elements within a philanthropic culture:

• Demonstrated leadership at all levels of the institution. Many institutions focus

on strong top-tier leaders, but effective philanthropic cultures are established on strong

leadership throughout the institution. In philanthropic environments, shared vision produces

leaders who become viral ambassadors for the institution. Real leadership is self-replicating,

which is very attractive to potential donors.

• Authentic storytelling and a commitment to engaging all constituents in relevant

conversation. Potential donors want to hear stories that support their belief in the missional

effectiveness of the institution. It is the success stories that sometimes become more effective

than statistical evidence. Stories serve as anecdotal support for the claims of the institution

and encourage buy-in from donors.

• Mission-driven vision that governs organizational development, staffing,

structure, and processes. Philanthropic individuals recognize strong leadership and

vision. Donors want to know that the institution has the capacity to set and achieve goals that

resonate with societal demands. When you can show donors how your institution is organized

to achieve your mission, they will be more likely to invest their resources to help make the

vision a reality.

• Shared values and a collective commitment to a common goal. Many institutions

suffer from organizational dissonance. This happens when conflicting visions exist within

different units within the institution. A unified vision will endear the institution to potential

donors and help them see the value of investing now and in the future.

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The first step to developing a culture of philanthropy within your academic institution is to

understand all the elements that affect it. Academic leaders must recognize the value and nuances

of the organizational culture. Faculty and staff must uphold the importance of philanthropy and

understand their role in cultivating it. Everyone, including students and alumni, must understand the

connection between philanthropy and the missional objectives of your institution.

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five essential elements ofa culture of philanthropy

Once you have a proper definition, the next step is to identify the specific elements that shape your

culture of philanthropy. If you want to create a culture of philanthropy across your campus, here are

the five areas that will influence it the most:

1. ORGANIZATIONAL CULTURE

In general, an organizational culture includes the attitudes, experiences, beliefs, and values of the

institution. In other words, the culture defines how things are done and how individuals within the

culture relate to one another.

Creating a philanthropic initiative requires some degree of fluidity in its design.

For most nonprofits, organizational culture is affected by the organization’s purpose, leadership,

operations, and constituents. This can provide a unique set of challenges for colleges and universities.

An academic culture experiences more turnover than many other non-profit organizations. As faculty

and students come and go, the culture changes.

At the same time, there is an understood hierarchical structure that predates our collective memories

within each academic institution. That structure affects the responsiveness of the organization’s

constituents. Therefore, the philanthropic environment for colleges and universities will differ from

institution to institution.

Academia relies on family allegiance and generational consistency. Though many students lack the

resources to make significant contributions, their experiences at the institution will affect their desire

to invest when those funds become available. If the institution encourages students to give of their

time, eventually those alumni will give financially. However, an institution that teaches students to be

takers will never benefit from a culture of givers.

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2. LEADERSHIP AND FOLLOWERSHIP

Creating a culture of philanthropy within an academic institution begins at the top. While it’s

certainly the chief development officer’s role to help support the culture, both the president and key

leaders must set the pace and lead the way if a strong philanthropic culture is going to develop

across your campus.

Developing a culture of philanthropy requires a strong vision and effective storytelling. When you

can cast a clear and compelling vision for your institution, it becomes the foundation of everything

you do. It creates an “all in” mentality. Every department —advancement, academics, services,

operations, and administration — realizes the part they play and is focused on achieving the vision.

Today, more than ever, institutions must connect daily practices with their missions. Potential

donors are still interested in the bottom line, but they are increasingly interested in how your

institution and students are making a difference in the world. Leaders must balance financial

efficiency with institutional impact in a way that encourages donors to help write the next

chapters of the story.

The discussions and decisions that take place at the highest levels within the school send a message

about the importance of philanthropy in the pursuit of the institution’s goals. The board of trustees is

equally important in the development of a philanthropic culture.

The academic and business leaders within the institution must establish philanthropic goals and

measure their progress toward achieving those goals. Leaders must become proficient at telling the

stories that result from the philanthropic efforts. As initiatives are funded or scholarships awarded,

the institution must celebrate publicly. Doing so encourages others to invest in the institution.

Senior leadership and overseeing boards are ultimately responsible for the administration and

strategic direction of an academic institution. The guiding focus of these leaders will affect the

development of the institutional culture and the public perception of institutional priorities.

Top-level leaders within the institution aren’t the only leaders who should be engaged in

philanthropic efforts. Those who interact with students, alumni, and potential students play an

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important part in the development of the philanthropic culture. Let’s face it―alumni talk more about

their professors and fellow students than about the academic officers. That’s why it is important that

philanthropic efforts also be led from the middle.

The Biggest Threat to an Academic Culture of Philanthropy

The greatest threat to developing a culture of philanthropy within your institution is losing focus.

This occurs when organizational leaders allow their attention to drift toward other objectives. When

you lose focus, conversations among leaders will turn toward meeting institutional goals rather than

cultivating a philanthropic culture.

Philanthropy can never be viewed as a way to address budgetary gaps. Donors will give to help

students achieve their goals, but they bristle at the idea of giving to help close the gap between

expenses and revenue. The responsibility to maintain focus rests on the entire institution. The

culture of the institution ultimately reflects the values of its leaders. Philanthropic leaders create

philanthropic institutions.

3. STORYTELLING

Purposeful and authentic storytelling is vital to any institution, but it is increasingly necessary in

educational institutions seeking to engage external support in order to advance the institutional

mission. Consensus building, a motivating vision, and inclusion in the philanthropic process are

required at all levels within and outside the academic institution.

Stories, however, often become one-directional as leaders develop mission statements and initiatives

apart from their constituents. Gaining ownership of and commitment to the institution’s vision

is nearly impossible when that vision is developed without the input of leaders and constituents

throughout the institution. Key stakeholders who must implement the vision daily should not be

relegated to the role of spectator in the vision-casting process.

A culture of philanthropy is dependent upon the passion and enthusiasm of those who become the

face of the institution to existing and prospective students and their families. When faculty and staff

members feel left out of the vision discussion, they will wait for instructions and become robotic

about their tasks. This is counterproductive in the life of the institution.

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Often, institutions create communication plans that lack clear focus and intentionality. The plans

are evaluated based on the message they deliver, rather than the message that was received. Creating

a culture of philanthropy requires that everyone within the institution speak the same message in

the same way. It requires that all messages and all communication channels become integrated

to increase interaction, involve others, enhance or clarify the vision, and create employees and

constituents who are raving fans of the institution.

This happens when institutions move from talking at people and start talking to them with clear

purpose and intent.

4. SYSTEMS, PROCESSES, STAFFING, AND STRUCTURE

How institutions organize for the purpose of achieving their academic goals is generally

nonnegotiable. How they organize to achieve their philanthropic goals, however, is flexible. Nothing

affects your philanthropic mission more than your staffing and structure, systems and processes, and

reward systems.

Let’s talk about the academic organizational structure. Of course, accrediting agencies and boards

determine the organizational structure of an academic institution. The institution, however,

determines its philanthropic structure. All philanthropic endeavors must be led by a point leader who

has access to the highest level leaders within the institution. The leader must understand and be able

to articulate the vision of the institution and tell the stories that inspire philanthropic participation.

The point leader must also have the respect of middle level staff, deans, and professors. Respect is the

byproduct of clear communication and support. The point leader should engage all constituents in

meaningful conversation that builds trust and elicits support.

It is important to understand more fully the incentives and reward systems in place for faculty and

staff when we assess the “things” we do every day when we arrive at work. Daniel Pink, author of

the book Drive, speaks of three basic motivators: biological, reward and punishment, and interest/

purpose/fun.

Biological motivators refer to basic necessities, such as food and water. Reward and punishment

(also referred to as “carrot and stick”) is most prevalent in organizations today. This activity seeks to

reward desired behavior and punish behavior deemed undesirable.

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The third motivator refers to the things we do because they are fun, and would continue doing even if

we were not paid to do them. This is our opportunity to serve a cause bigger than ourselves and it allows

us to help create a better society and add value and fulfillment to our own lives and the lives of others.

Creating a culture of philanthropy requires that we shift our systems so that they actually

encourage desired behavior, while also reinforcing the need for individual ownership, creativity,

and commitment to the work being done. The reward systems must be created to reward behavior

that is effective for the institution, inspiring for the individual, and most importantly, advances the

institutional mission.

Here is an example: We often measure success by the number of magazines and newsletters our

institutions mail to constituents in any given academic year. However, the number of informational

pieces mailed doesn’t connect to the philanthropic culture of the institution.

Unfortunately, this focus and subsequent measurement placed on the action rather than the response

has little correlation with how efficiently and effectively an institution is at advancing its mission.

Institutions default to measuring the number of solicitations made over the prior year when they

should be measuring responses to appeals for support.

We often measure our results by the number of pieces mailed rather than the impact achieved. We

should focus less on the circulation of a magazine or newsletter and more on the purpose of our

storytelling, the desired response of the reader, and the effectiveness of our call to action.

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5. SHARED VALUES

Shared values, norms, and mutually-agreed-upon practices are perhaps the most critical components

of a philanthropic academic institution. Shared values are the articulated beliefs that provide the

framework to guide actions and judgments within an institution.

These values represent a unique cultural philosophy, not a program. Creating a culture of

philanthropy requires determining your institution’s specific values and how to reinforce them on a

daily basis. Shared values that enhance the collective capacity for an institution to excel while also

enhancing public trust in confidence in the institution include, but are not limited to, the following:

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• Ethical Behavior–There is no room in academic institutions for even the appearance

of unethical behavior. Self-dealing and conflicts of interest at the board level and among

senior leaders should be proactively addressed. Boards should act as exemplary, invested

stakeholders and not as entitled shareholders. Unquestioned ethical integrity is paramount as

it relates to the treatment of staff and institutional beneficiaries.

• Stewardship–Stewardship has implied a number of things throughout history, but its core

meaning has always centered on duty of service and responsibility in management. To imply

that a culture of philanthropy exists within an academic institution suggests that 1) resources

are used in the most effective and efficient manner and the impact of philanthropic dollars,

both separately and in contrast with other revenue sources, is well understood throughout the

institution and can be demonstrated and articulated; 2) donor intelligence and data analytics

are used to inform tactics and strategies, and; 3) where possible, every effort is made to

segment outreach, prospective donor cultivation, and relevant, constituent-specific reporting

on the impact of philanthropic investments.

• Fail-Forward Learning–Eliminating a culture of fear and punitive retribution for

unintended mistakes is a first step in encouraging new ideas and innovation among faculty

and staff. It should be noted that failure as the result of testing new strategies is not harmful,

as long as such failure is neither intentional nor repetitive. Allowing staff to test new

techniques, technologies, or strategies should be encouraged and embraced. It is this sense of

empowerment, autonomy and self-direction that help individuals at all levels experiment, gain

ownership in the process, and enjoy the satisfaction when progress is made. When you fail,

fail forward. In a philanthropic institution, this concept should apply to employees, students,

alumni, and donors.

• Collaboration and Shared Responsibility–An institution that sequesters philanthropy

and fundraising to the development office staff severely limits its philanthropic potential. To

eliminate the “not my job” mentality, everyone needs to understand the vital role they play in

obtaining the institution’s mission.

Collaboration is essential. Stories cannot be told if they are not created in the first place. A

philanthropic institution is one in which all within it do what is required to meet its objectives. All

faculty, staff, students, and alumni should be champions of the cause to create a culture of perpetual

philanthropy. All should embrace a spirit of service. A spirit of collaboration serves as a reminder

that external constituents can and should play a role in advancing the mission. It is this synergy

and dynamic tension between faculty, staff, students, and alumni that can more quickly propel an

institution’s efforts in serving others.

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how to create a culture ofphilanthropy across your campus

Now that we have an academic definition of “culture of philanthropy” and understand all of the

elements that go into creating it, let’s get to work…

KEY QUESTIONS FOR ACADEMIC LEADERS / DEVELOPMENT DIRECTORS

What must an academic institution do to position itself to tap into the philanthropic interests of its

students, alumni, faculty, staff, and friends? The leaders must first answer the following questions:

1. Determine the Need

What problems are we seeking to address? What are the negative trends in society?

What will happen if these problems go unaddressed?

What research documents these needs?

2. Develop a Strategy

How is the academic institution addressing the problem?

What makes the institution’s solution effective?

How is the institution uniquely addressing this need?

What are testimonials that speak to the institution’s impact?

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3. Cast a Compelling Vision

How does the institution intend to scale its impact to a new level?

What is the cost and timing of the plan?

Why should the donor have confidence the institution can accomplish its goals?

4. Define the Opportunity and Goals

What are the discrete giving projects that need to be funded?

How can donors participate either through designated or undesignated gifts?

What will be the impact of the donor’s support?

The answers to these questions will form the foundation for establishing a philanthropic identity

among the institution’s constituents. As the institution’s leaders begin developing the plan, they

will look for specific ways to adapt the plan to subgroups within the constituency. The following are

suggested actions regarding each subgroup.

PRACTICAL IDEAS FOR ENGAGING PROSPECTIVE STUDENTS, UNDERGRADUATES, AND ALUMNI

Graduation day is the first time most colleges and universities engage students about giving.

However, creating a culture of philanthropy enables you to cultivate your future generation of

supporters throughout their college experience. Here are a few practical ways you can engage

students throughout their time academic career as you look to create a culture of philanthropy that

reaches across your entire institution.

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PROSPECTIVE STUDENTS

On the website, include a virtual tour that highlights key landmarks and buildings while referencing

the donor the landmark or building is named after. Emphasize the impact the facility has had on

student life, educational enrichment, and/or social good.

To assist with student recruitment, provide printed admission materials for church visits and college

fairs that are influenced by the philanthropic case. In those materials, note the giving traditions of the

institution and provide case study information about the role of donors in financial aid and support.

During campus tours, mention the influence of individual donors when highlighting the history,

landscape, and overall story of the institution. Call attention to specific buildings and programs

that were or are funded through philanthropic causes. Help prospective students and their families

connect the overall effectiveness of the institution to the generosity of donors.

UNDERGRADUATES

At matriculation, provide a well-produced welcome video from the President of the institution.

Encourage students to invest in everything the institution has to offer. Highlight the philanthropic

effectiveness at student orientation and in printed materials provided to new students. Be sure to

articulate a vision of what to expect during undergraduate and graduate years, including a philosophy

of giving back to society, including the institution. Invite students to consider the future impact of

their education on the years after college and how their education is funded beyond tuition.

Here are some practical ways you can engage students throughout the year:

• Produce ads showing impact of giving on student life

• Highlight philanthropic initiatives in course syllabi

• Discuss philanthropy at Convocation or Chapel

• Offer a Step Forward Day

• Fund with donor support to show the connect back to charitable giving

• Connect students to a Project Serve campaign

• Offer opportunities to serve their institution as well as the larger community

• Include development messaging in your campus newspaper

• Include student-written feature stories on alumni and friends giving to the institution

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Here are some additional suggestions for each specific classes:

First Year Students

• Engage students through wave challenges or new student mugging programs

• Host a change drive specifically for first year students

• Create a clear tie between student scholarships and private donor support

• Add a “Catalytic event” that invites alumni and parents to save their change and give in sup-

port of scholarships

Second and Third Year Students

• Leverage your study abroad programs to engage students about the importance of philanthropy

• Begin engaging students who are active and involved in campus organizations (SGA, Greek, etc.)

• Core classes (these students are now most likely in smaller, major-related classes in which the

professor can talk more personally/openly about important of giving and how donor support

has made this class/degree program possible)

Fourth Year Students

• Involve seniors in delivering messaging about giving, especially to incoming freshman―mes-

sages from seniors will resonate more with some students than those coming from faculty,

staff, or leadership

• Sponsor a meeting/class about transitioning from student life into “life after college”, which

includes giving back to the institution

• Initiate a Senior Legacy Campaign

• Extend and modify to include a more impactful four-year effort led by incoming classes

• Add a Senior Legacy Scholarship component to the final year of the effort that is funded every

year by the senior class

• Consider how the Senior Legacy Program might incorporate a funding idea that either builds

on prior years or funds a consistent need every year (i.e. scholarships, a special fund for stu-

dent hardships, a special missions fund, etc.)

• Modify the 5 for 5 campaign―instead of $5 each year, ask for $5 each month, and test re-

quests for monthly support at ANY giving level

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GRADUATION (AND BEYOND)

Graduation day might be the first time a student considers how they can give back to your institution.

However, effectively engaging them requires much more than making an ask from the stage. If you

want to develop an intentional strategy for cultivating young alumni, here are a few ideas leading up

to graduation day and beyond:

• Include questions about philanthropy in a survey completed at/during graduation events

• In addition to listing students who gave to Senior Legacy Campaign, reflect a story of how the

Senior Legacy Program is meeting a real need on campus

• Be more overt about positioning the institution as one of a graduate’s top philanthropic priori-

ties behind only the alum’s local church and their most important social cause

• Develop handout or packet for students, alumni, and parents at graduation that provides an

overview of philanthropic support over the last four years while they were at the institution;

remind students that they were beneficiaries of all of this, now it is their turn to give back.

• Create a “PEP Talk” program – similar to TED Talks

• Involve professors/administrators who can provide information about various topics, brought

to you by donor support; could be an initiative funded by a major donor and then supported by

gifts after the initial investment

• Webinars during lunch-time, offering access to speakers you normally wouldn’t get to hear

• Provide continuing education to students at minimal cost

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conclusion

A culture of philanthropy is not a program to be created, but acknowledgment of and adherence to

a set of shared values. These shared values guide the manner in which we perceive, believe, evalu-

ate, and act within institution. The responsibility for creating and maintaining such a culture resides

within every individual and every functional area. Philanthropic institutions by nature are created to

serve others. Academic institutions are no different.

As leaders, it’s your responsibility remain vigilant of the ongoing individual responsibility to the col-

lective process designed to demonstrate those values. Constituents take a fundraising effort seriously

only when they are convinced that the need is valid, urgent, and compelling. That’s how a self-repli-

cating culture of philanthropy begins.

If you truly want to create a culture of philanthropy that runs throughout your campus, take the time

to ask the tough questions and evaluate the ideas shared in this resource. Gather your leadership

team together to discuss how you can begin to engage undergraduates, alumni, faculty, and staff to

join together in advancing your mission to impact more lives through higher education.

The outcome of this discussion can lead to the development of a strategy document that puts in mo-

tion a long-term (multi-year) initiative to change your institution’s philanthropic culture.

Creating a culture of philanthropy in any nonprofit organization is not an easy task. The unique

challenges that academic institutions face make it even more challenging. But it is possible. With an

intentional effort and dedicated strategy, your institution can experience the benefit of cultivating a

culture that believes that everyone on your campus is working together to change the world.

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next steps

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best practices around today’s most important fundraising topics.

Call us at 214.866.7700.

Contact us to discuss your institution’s fundraising needs.

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about the author

TONY SMERCINA serves as executive vice president of Pursuant’s

Fundraising Services division that provides gift officer services,

including the signature Charitable Partners Program―a turnkey

solution for upgrading loyal annual/general fund donors to mid-level

giving and beyond. As Principal of the Campus market segment for

Pursuant, Tony also leads the company’s activities in higher education,

collegiate sports, Greek organizations, and independent schools.

He can be reached at tony.smercina@pursuantgroup.com.

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